Team of Teams

General Stanley McChrystal, Portfolio Penguin, 2015

This book attempts to show how learning from failure in a military context can be applied to other contexts, e.g. business or medicine.  McChrystal found that simply doing more of a failing strategy produced more failure, and that radical change in structures was needed to effect success.  He moved his huge organisation from a highly-structured and efficient hierarchy to a less efficient but more flexible, highly-networked structure that could adapt quickly to changing circumstances.

He noticed that small teams were successful because of the cross-linkages between members, but didn’t easily ‘scale’ due to organisational design and culture.  So, he created multiple linkages between teams by empowering individuals to work outside their teams. He calls this ‘empowered execution’, and this led to the ‘team of teams’ concept.

Think about your own situation.  How often do you communicate with people outside your immediate team?  So, try it now!  If it makes you nervous, try the question, ‘what would you do if you weren’t afraid?’.  Pick up the phone, or send an email if too timid, and link to someone you think might be useful to talk to.  Don’t worry about ‘rank’ or ‘organisational chart’.

Keep in mind the higher purpose of why you work in the organisation you do.  Check its mission or vision statement if unsure!  If anyone asks why you’re contacting them, remind them of the purpose of the organisation.

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